Digital disruptions

Capitalising on the promise, perils, and permanent transformation of technology.

At the nexus of risk, strategy and sustainability lies opportunity. But at what cost?

Can your business model innovate through the constant, game-changing shocks of technology? How deeply does your business depend on data and how quickly will you be able to rebound from a major system disruption?

Technologically resilient organisations live these “not if, but when” questions every day — and, in so doing, know how to stay ahead on the wild ride of technology.

Explore our related resilience content

In the current (and likely foreseeable) environment of rapidly shifting and often disruptive trends, enterprise resilience entails not only preparing for risk, but capitalizing on the opportunity that often accompanies it.

In the current (and likely foreseeable) environment of rapidly shifting and often disruptive trends, enterprise resilience entails not only preparing for risk, but capitalizing on the opportunity that often accompanies it.

The business environment in 2025 is not going to get less risky or less complex. That’s why the utilities, energy and power Chief Compliance Officer will play an increasingly critical role in setting strategy, steering the business clear of dangerous waters — and helping business managers take the right risks.

The business environment in 2025 is not going to get less risky or less complex. That’s why the industrial manufacturing Chief Compliance Officer will play an increasingly critical role in setting strategy, steering the business clear of dangerous waters — and helping business managers take the right risks.

The business environment in 2025 is not going to get less risky or less complex. That’s why the Chief Compliance Officer will play an increasingly critical role in setting strategy, steering the business clear of dangerous waters — and helping business managers take the right risks.

The business environment in 2025 is not going to get less risky or less complex. That’s why the retail & consumer Chief Compliance Officer will play an increasingly critical role in setting strategy, steering the business clear of dangerous waters — and helping business managers take the right risks.

The business environment in 2025 is not going to get less risky or less complex. That’s why the technology Chief Compliance Officer will play an increasingly critical role in setting strategy, steering the business clear of dangerous waters — and helping business managers take the right risks.

The business environment in 2025 is not going to get less risky or less complex. That’s why the Pharma/Life Sciences Chief Compliance Officer will play an increasingly critical role in setting strategy, steering the business clear of dangerous waters — and helping business managers take the right risks.

The business environment in 2025 is not going to get less risky or less complex. That’s why the insurance Chief Compliance Officer will play an increasingly critical role in setting strategy, steering the business clear of dangerous waters — and helping business managers take the right risks.

How many chief executives want to create a socially valuable legacy? And how many of those can balance such longer-term priorities with the urgent demands of their investors and shareholders? This juggling act is hard to pull off — even for the minority of CEOs surveyed who desire this legacy.

Customers don’t always tell you what they really think. And they might not even know what they need from you. But they are sure to voice their opinions on social media. In a competitive landscape that’s increasingly being shaped by social media, you ignore valuable consumer data at your peril.

Companies are grappling with the multitude of privacy regulations, self-regulation policies, and consumer expectations placed on them to protect consumer data privacy. Mishandling your consumers’ personal data risks damaging your reputation as well as your bottom line. No wonder companies are uncertain about where the Big Data opportunities and risks lie. The solution is to view the issue strategically — not just through just a compliance lens but also through a lens of opportunity and trust.

Whether the risks are economic, environmental, catastrophic or systemic, we all have much to gain by examining some of the best resilience practices employed by public, private and NGO sectors. The WEF’s Leading Practices Exchange was created to fill this need. This article by PwC’s Ed Simmons summarises ten key points.

Environmental risks can slip down the strategic and public policymaking agenda when they come up against seemingly more pressing economic priorities, even though this could store up trouble for the future. Could there be a more informed basis for decision making that would allow business and political leaders to balance these twin resilience demands?

Hyperconnectivity has given unprecedented speed and reach to the dissemination of ideas, information, and opinions. This phenomenon continues to open new avenues for creativity and free speech on the one side, but also allows lies, threats and even violent hysteria to spread like wildfires on the other. How can these storms be contained without dimming the fire of free speech? PwC authors John Regas and Beth Cartier provide some solutions and suggestions.

Between natural disasters, the financial crisis, and macroeconomic vulnerabilities, companies’ supply chains have been rocked by several disruptions of late. And that trend is likely to continue, says PwC’s Joseph Roussel, co-author of Strategic Supply Chain Management—Second Edition. In this short, informative interview, Roussel discusses why supply chains have become increasingly vulnerable, and offers specific tips on how companies can design and manage this critical strategic asset for resilience.

The environmental, social and governance (ESG) focus is increasing as the basic business model of the Private Equity (PE) industry becomes more long-term, with more than 90% of the respondents in a recent survey of the PE industry believing that ESG activities can create value and link across to it.

While climate change and increasing temperatures now seem inevitable, there are high levels of uncertainty about the manifestations and magnitude of their impact. What is certain, though, is that climate change will have a multiplier effect on supply chain risk and link across to it.

In the current (and likely foreseeable) environment of rapidly shifting and often disruptive trends, enterprise resilience entails not only preparing for risk, but capitalizing on the opportunity that often accompanies it.

In the current (and likely foreseeable) environment of rapidly shifting and often disruptive trends, enterprise resilience entails not only preparing for risk, but capitalizing on the opportunity that often accompanies it.

The business environment in 2025 is not going to get less risky or less complex. That’s why the utilities, energy and power Chief Compliance Officer will play an increasingly critical role in setting strategy, steering the business clear of dangerous waters — and helping business managers take the right risks.

The business environment in 2025 is not going to get less risky or less complex. That’s why the industrial manufacturing Chief Compliance Officer will play an increasingly critical role in setting strategy, steering the business clear of dangerous waters — and helping business managers take the right risks.

The business environment in 2025 is not going to get less risky or less complex. That’s why the Chief Compliance Officer will play an increasingly critical role in setting strategy, steering the business clear of dangerous waters — and helping business managers take the right risks.

The business environment in 2025 is not going to get less risky or less complex. That’s why the retail & consumer Chief Compliance Officer will play an increasingly critical role in setting strategy, steering the business clear of dangerous waters — and helping business managers take the right risks.

The business environment in 2025 is not going to get less risky or less complex. That’s why the technology Chief Compliance Officer will play an increasingly critical role in setting strategy, steering the business clear of dangerous waters — and helping business managers take the right risks.

The business environment in 2025 is not going to get less risky or less complex. That’s why the Pharma/Life Sciences Chief Compliance Officer will play an increasingly critical role in setting strategy, steering the business clear of dangerous waters — and helping business managers take the right risks.

The business environment in 2025 is not going to get less risky or less complex. That’s why the insurance Chief Compliance Officer will play an increasingly critical role in setting strategy, steering the business clear of dangerous waters — and helping business managers take the right risks.

How many chief executives want to create a socially valuable legacy? And how many of those can balance such longer-term priorities with the urgent demands of their investors and shareholders? This juggling act is hard to pull off — even for the minority of CEOs surveyed who desire this legacy.

Customers don’t always tell you what they really think. And they might not even know what they need from you. But they are sure to voice their opinions on social media. In a competitive landscape that’s increasingly being shaped by social media, you ignore valuable consumer data at your peril.

Companies are grappling with the multitude of privacy regulations, self-regulation policies, and consumer expectations placed on them to protect consumer data privacy. Mishandling your consumers’ personal data risks damaging your reputation as well as your bottom line. No wonder companies are uncertain about where the Big Data opportunities and risks lie. The solution is to view the issue strategically — not just through just a compliance lens but also through a lens of opportunity and trust.

Whether the risks are economic, environmental, catastrophic or systemic, we all have much to gain by examining some of the best resilience practices employed by public, private and NGO sectors. The WEF’s Leading Practices Exchange was created to fill this need. This article by PwC’s Ed Simmons summarises ten key points.

Environmental risks can slip down the strategic and public policymaking agenda when they come up against seemingly more pressing economic priorities, even though this could store up trouble for the future. Could there be a more informed basis for decision making that would allow business and political leaders to balance these twin resilience demands?

Hyperconnectivity has given unprecedented speed and reach to the dissemination of ideas, information, and opinions. This phenomenon continues to open new avenues for creativity and free speech on the one side, but also allows lies, threats and even violent hysteria to spread like wildfires on the other. How can these storms be contained without dimming the fire of free speech? PwC authors John Regas and Beth Cartier provide some solutions and suggestions.

Between natural disasters, the financial crisis, and macroeconomic vulnerabilities, companies’ supply chains have been rocked by several disruptions of late. And that trend is likely to continue, says PwC’s Joseph Roussel, co-author of Strategic Supply Chain Management—Second Edition. In this short, informative interview, Roussel discusses why supply chains have become increasingly vulnerable, and offers specific tips on how companies can design and manage this critical strategic asset for resilience.

The environmental, social and governance (ESG) focus is increasing as the basic business model of the Private Equity (PE) industry becomes more long-term, with more than 90% of the respondents in a recent survey of the PE industry believing that ESG activities can create value and link across to it.

While climate change and increasing temperatures now seem inevitable, there are high levels of uncertainty about the manifestations and magnitude of their impact. What is certain, though, is that climate change will have a multiplier effect on supply chain risk and link across to it.